Answer these 2 questions each answer use leadership and management skills to answer
1. Ken Kendricks, a sales manager at Emergent Biosciences was promoted to a managerial position at headquarters, where he was responsible for salespeople who serviced his company’s largest accounts. His new boss told him that his primary job was to influence others’ success more than achieve new goals himself or socialize with his subordinates. However, in talking to you Ken revealed that he did not agree with his boss’s directive. He told you that he would lead by demonstrating his need for achievement; he had no need to exercise power. Ken’s high need to achieve was no surprise—after all, he had been a very successful salesman—but obviously his desire to influence others was much less than his job required. Then came the real shocker. Ken’s subordinates confirmed what his stories revealed. He was a poor manager, having little positive impact on those who worked for him. They felt that little responsibility had been delegated to them. He never rewarded them but only criticized them. And the office was poorly organized, confused, and chaotic. Name the four types of positional power that Ken can invoke to help him in his new position, and briefly describe an example of how he might use each of them to help him advance in his new role.
2. Aden has just been promoted to lead a group he used to be a part of. He’s now the boss of people who used to be his equal. Many in the group believe that Aden was unfairly given the job because of his ties to upper management . Aden is well educated and mechanically inclined. How can Aden win over his subordinates to convince them he will be a capable leader?
